Case study on management principle of amoeba

Does amoeba management also apply to state-owned enterprises?

State-owned enterprises are the mainstay of China's economy, and their strength largely determines whether China can enter the world's first class. Sinotrans Air Transport Development Co., Ltd. Tianjin Branch is a comprehensive logistics state-owned enterprise integrating international freight forwarding, shipping agency, supply chain logistics, container yard and warehousing services. In the past, due to various reasons, enterprises suffered losses for six consecutive years before 2008, and began to turn losses into profits in 2009. In recent years, in the context of the overall downturn in the industry, profits have increased substantially year after year.

In the first stage, the understanding of Amoeba management is accounting statements, pursuing "minimizing cost, maximizing income and maximizing final profit". The traditional financial statements are just profit and loss statements, while Amoeba management is not only accounting statements, but also "unit added value". What it really talks about is production efficiency, which is very important. There are visible and invisible costs, which we have not found before. Later, we learned in class that the most difficult thing is to improve all staff and improve production efficiency. In fact, this can solve the core competitiveness problem of our enterprise.

In the second stage, after the management of Amoeba, the biggest change is that the company no longer makes any budget, and no longer presses any budget indicators to various departments. We know that the management of state-owned enterprises is more about budget management. In the past, when the budget target came out every year, my superiors gave me the next budget target, and then I shared it with all departments, and then all departments and I were like bargaining. After some fierce bargaining, we finally had to drop the hammer like a pawnshop knocking on a hammer. When we started to make amoeba, we stopped setting any budget targets. We are freight forwarders. The import and export are not very good in the past two years, and the whole industry can feel it, but our Tianjin branch has made rapid progress in the past two years. This is because the amoeba management really mobilized everyone's enthusiasm.

The third stage, inject business philosophy. Amoeba management is indeed inseparable from the basis of business philosophy. "Tools and methods are inherently flawed. Only by injecting souls can they become a booster for enterprises." The improvement of our daily business process, management system and performance, if we don't inject business philosophy, is a stagnant pool and meaningless.

In the fourth stage, the enterprise is building a platform for employees. As an enterprise, especially a state-owned enterprise, the organizational structure is often not allowed to be designed by itself. Therefore, when some employees develop to a certain extent, there will be bottlenecks, because his ability has exceeded the current position, and many employees choose to leave. To run amoeba is to divide the enterprise into several amoebas that can operate independently. This will give more employees the opportunity to participate in management and become operators. "China people want to be the boss most." With such an opportunity, everyone in the team will become energetic, and only in this way can the enterprise have hope.

In the fifth stage, philosophy is very important. When doing business, if you have different ideas, you can't go on together. In kazuo inamori's success equation, the way of thinking is the most important. Because the way of thinking will produce negative numbers, if your way of thinking produces negative numbers, the more efforts and enthusiasm you make, the greater your negative results, and the farther away you are from success. Only when enterprises have the same ideas can they develop continuously and healthily.